Lean production in railway transportation organization

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Applicability and Methods of Lean Production in Railway Transportation Organization: A Case Study of Urumqi Railway Bureau in China∗ LI Hong-chang1

RONG Chao-he2

SONG De-xi3

(1,2,3 School of Economics and Management, Beijing Jiaotong University, Beijing, P.R. China, 100044)

Abstract: The concept of lean production originated and was applied mainly to manufacture industries with tangible products. Even proven successful with such companies as Toyota, lean production has to be combined with the characteristics of railway transportation production in order to bring its function into full play. The paper analyzes theoretical foundations for applicability of lean production in railway transportation production organization, puts forward implementation methods such as transportation resource integration, station-zone organization, dispatch command optimization, railway performance evaluation index system, etc., and makes an exemplification study of lean production of Urumqi Railway Bureau in China, which testifies the applicability and efficiency of railway lean production. Key Words: lean production, railway, transportation production, applicability, Urumqi railway bureau

1 Introduction In 1990, Womack, Jones and Roos generalized an important concept of Lean Production (LP) from the analysis of Toyota Production System (TPS) practice for the first time.[1] LP, in essence, is a managerial way for enterprise production organization, adopts pull management through value chain reengineering, so as to effectively allocate scarce resources and optimize organization and reach the goal of cost reduction, revenue increase, customer value improvement, and enterprise core competence establishment. As a kind of modern management innovation, LP originated and was mainly applied to manufacture industries, and concerning literatures written by Monden, Ohno, Krafcik, Womack, Jones, Roos, Sakakibara, Hopp, Shah, Rachna[2], etc. summarized LP system from different perspectives as shown by fig.1. Enterprise Core Competence

Production Cost Reduciton

Customer Value Improvement

Pull Management: Process Reengineering

Kanban Management

JIT

Flexible Production

Standardization

Visualization Management

Total Quality Management

Automazation Automation

Synchronization

Other Tools

Humanity, 5S, and Continuous Improvement

Fig.1

LP System of Manufacture Enterprise

With perfection and dissemination of LP theory, some scholars start to think over whether LP is suitable for service industries, for example, Par Ahlstrom[3] in Sweden and Dunning in U.S.A maintain that LP can be applied to service sectors. Urumqi Railway Bureau (URB) in China * The research has been financially supported by the project (40571044) of the National Natural Sciences Foundation of China, and by the key project (07JZD0012) of China MOE Foundation for Social Sciences 1


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